Although losing some special knowledge, thus sometimes happens, is not the same as sharing. Be surprising if the vendor staff did not learn something new to work with the client company, but that's not usually a problem because the positive side is that each client benefits from the ideas that the supplier has taken from other customers. 一個企業考慮外包的職能中學計算機，您應該仔細考慮一下可能會說明問題。 一些組織仍保留10或百分之十五大部分工作人員在該公司仍然認為 ， 他們分配給服務供應商和專業知識是非常重要的其未來的福祉。 如果發生這種情況，這將有利於建立良好的關係 ， 與供應商。 雖然失去了一些特殊的知識，因此有時會發生，是不一樣的共享。 不足為奇如果供應商的工作人員沒有學習新東西的與客戶公司，但是這通常不是問題 ， 因為從積極的方面是 ， 從每一個客戶的利益的觀點認為 ， 供應商已採取的其他客戶。
Others seem to believe that any advantage in knowledge and skills with which they have is probably fleeting, and therefore not worth protecting. However, the vast majority recognize the need for caution in regard to the intellectual capital of the company, while accepting that there must be something to give in return. 經理有很大的不同方面的潛在損失的知識或技能。 有些人非常關注使用承建商及顧問公司擔心它們可能會選擇信息 ， 然後由其他公司所擁有，從而損害競爭力。 其他人似乎認為 ， 任何利用知識和技能方面 ， 他們有可能是短暫的，因此不值得保護。 然而，絕大多數認識到 ， 需要謹慎方面的智力資本的公司，而接受必須有什麼東西給予回報。
有多少公司遭受嚴重損失的知識和技能 ， 因為外包的IT應該是比較小的。 通常這只是發生在關鍵的人離開客戶端，但拒絕加入供應商或損失發生的某處系統內的過渡，因為有時會發生與舊系統 ， 其重要性是後來發現失踪。
Yes it ever was true for most companies, it is certainly still true today, and there are serious doubts that will be true tomorrow. 在過去，公司往往採取外包的計算機的功能 ， 而沒有考慮損失的知識和技能的一個嚴重的問題，畢竟這是一個次要角色的願望或需要尋求外包往往 不承認是危險了。 是的 ， 它永遠是真實的大多數企業，它肯定是在今天仍然適用，並且有嚴重的懷疑將是真正的明天。
Since then, this branch has become increasingly strong, firmly attached to most of the branches and coiled around the trunk. In fact, the branch of computer could be compared with a parasite that is apparently intended ivy strangling a giant oak. The ivy has a different path to the oak and it would be in better position if this were not 如果各種業務功能表示為杈，當外包經歷了突破 ， 在七十年代和八十年代，計算機科學分支是一個比較薄的成員，但與快速增長。 即便如此，他的素質已經證明是小暴發到其他部門，給樹波折。 從那時起，這個分支日益強大，穩固地附於大部分分行及樹幹纏繞。 事實上，該分支機構的計算機就可能受到較寄生蟲目的顯然是一個巨大的常青藤扼殺橡木。 長春藤具有不同的路徑 ， 橡木 ， 而且將更好地若非
目前，信息技術的作用顯然是越來越重要的所有公司，為越來越多的人 ， 他們越來越難以了解和使用。 需要降低成本，提供更快的交貨週期 ， 提高服務的普遍意願越來越難以對付的解決需要的核心活動。
主要西方公司已提出為節省百分之三十的目標時 ， 他們開始考慮實施信息技術外包。 如果他們可以節省成本 ， 同時我們獲得類似的或更好的服務，那麼在邏輯上他們的經理認為 ， 他們是不容易的反駁外包，尤其是如果他們相信“他們擺脫了問題。”
It is recognized that there are reasons other than the Customer insastifacción service provider, for which a contract could not be renewed. However a significant number of computer outsourcing arrangements fails to keep the customer satisfied and in a competitive situation. This is the main reason to show caution and improve the general level of understanding when considering a risky venture like this. 原因之一沒有一個踩踏對外包IT部門是許多行動不會產生好的效果。 據估計 ， 通過各種途徑 ， 有20到百分之35的外包安排部門的計算機被取消或不獲續期當合同結束。 人們認識到 ， 我們有理由以外的客戶insastifacción服務提供商，為此，合同不能續約。 但有相當數量的外包安排的計算機無法保持客戶滿意 ， 並在競爭的情況。 這主要原因是顯示警告 ， 提高總體水平的理解時 ， 考慮這樣的風險投資。
It may seem reassuring that the service provider has hundreds or even thousands of specialists in payroll, but this does not mean that all or any of these people can switch to your project immediately. 另一個原因是謹慎的是 ， 外包服務供應商，無論大小，考慮一項艱鉅的任務 ， 以找到足夠的訓練有素的人員 ， 以滿足他們的需要。 當電腦專家會發現很容易給客戶每月誰僱用合適的人員 ， 因為它們提供一個更好的角度來宣傳，但可能是增長速度遠遠超過這些公司作為反補貼因素。 也許令人欣慰的是 ， 服務提供者數百 ， 甚至數千專家在薪金，但這並不意味著所有或任何這些人們可以切換到您的項目立即。
因此，客戶公司要小心有多少工作人員組成的計算機科學系將繼續與供應商後，trancisión。 如果供應商必須替換大部分團隊在早期階段的協議，那麼是有一個問題。
It would be fair to add that if unforeseen problems arise during the transition or at a later date during the contract, the typical computer sevicios provider logically have a better chance of overcoming that if the client could have done alone. 它應該發言的最後客戶的供應商 ， 並要求頻率 ， 短期承包 ， 並指出該項目，但公平地說，應該指出 ， 有些供應商做得很好實現過渡到中等和實施 成功的和及時的新系統，即使他們不能添加許多專家作為該項目原來一直以為。 這將是公平補充說 ， 如果出現不可預見的問題 ， 在過渡期間或以後在合同，典型的計算機sevicios邏輯供應商有更多的機會克服 ， 如果客戶可以做單。
儘管投機的90年代中期開始的 ， 新世紀將目睹的第一次失業的延伸 ， 在該部門的專家在信息技術部門，減少會持續一段時間。 毫無疑問，新的工作人員在電腦培訓完成學院和離開知識的權力越來越多的人在幾乎所有國家，事實上 ， 許多企業解決問題 ， 如果他們想要的是把重點放在 現有技術。
但是，問題是保持競爭力的是 ， 如果一家公司要跟上你的競爭對手，你必須這樣做 ， 利用最新的技術，而願意並能夠配合未來的發展。 可是卻沒有Infomat專家將接受培訓的重要的新發展只是其中一部分的答案。
But as time goes on, it is believed that information technology spending will increase faster than that of finance. However, the fact that at present are reasonably evenly suggests certain individuals with optimistic attitude in computer costs may have stabilized and no longer will require outsourcing of this function. 有些人認為 ， 壓力 ， 採取外包的信息技術基本消失在明年。 在西歐，投資金額在內部計算機和會計職能非常相似，1.5至百分之四佔總營業額的公司。 但隨著時間的推移，人們認為 ， 信息技術支出將增長快於財政。 然而，事實上 ， 目前是合理均衡建議某些人樂觀的態度 ， 在電腦的成本可能已經穩定 ， 不再需要外包此功能。
and ability to rapid changes brought by new technologies. Each company needs to take advantage of the best service that can deliver informatics. However, those who possess the expertise and the ability to provide the best service, want to work with specialist agencies that can offer an exciting job and an opportunity for personal development. 在第一次調查，IT部門看起來像一個堅實的概念。 該公司可自行聘請專家的數量和質量要求，這些人將可以執行特定任務所必需trabajo.Lamentablemente天天，大多數公司的概念是錯誤的 ， 因為無知 和能力的迅速變化帶來的新技術。 每家公司需要利用的最好的服務 ， 可以提供信息。 然而，那些誰擁有專業知識和能力提供最好的服務，希望與專門機構 ， 可以提供一個激動人心的工作和個人發展機會。
If, as often happens, the staff decides to pursue during this period, then the nightmare becomes something even more shocking. 阿“惡夢”總是想到許多IT部門經理是需要採用新技術 ， 在時間的持續負擔的工作是緊張和水平 ， 阻止或限制擴大培訓的機會。 如果經常情況發生時，工作人員決定繼續在此期間，那麼噩夢成為一種更為驚人。
在哪些領域減少合格的電腦專家 ， 是最明顯的包括設計呼叫接待中心，ERP系統，互聯網的發展和數據存儲，所有領域最近出現了。 我們唯一知道的是 ， 未來新的專業和應用往往出現在快速的步伐，使您始終可以減少產生的特殊知識和技能與最近的事態發展。
Although one thinks that companies lack a striking image probably will be hurt more in that sense, the fact that the reduction is global, and even major companies month face problems in procurement. 也許更多重要原因訴諸外包IT是長期和持續減少 ， 幾乎合格的工作人員。 企業位於或靠近城鎮的大城市，往往覺得他們可能失去自己最重要的個人 ， 因為他們總是希望最好最迷人工作領域 ， 例如金融投資或媒體和 主要人口中心提供一個機會 ， 選擇範圍廣泛的雇主。 雖然有人認為公司缺乏一個鮮明的形象 ， 可能會受到傷害更在這個意義上，一個事實 ， 即減少全球性的，甚至大公司每月採購面臨的問題。
如果我們用這個比喻劍和手槍 ， 這是我們上面提到，這是合理的描述了傳統的內部次要的角色 ， 作為部門刀光劍影，這種作用一直存在並日益受到壓力 ， 這些 國家已成為過時混淆關鍵過程的重要性。 此外，一些舊的企圖nejorar的結果 ， 沒有理由的集體努力。
針對這一點，概念外包給專業供應商關係的槍可能，因為這是一個比較新的概念 ， 並有能力不斷提高。 為什麼我要繼續用劍當他們能夠擁有一支槍下一代呢？
一個非常有效的原因是 ， 您可以外包槍版 ， 其操作是很難理解，缺乏手冊和制度 ， 幫助用戶遭受現存問題的路由。 在這種情況下，無疑將是不很高興見到你如何競爭者又發表了一把劍。
然而，現在的槍，所以你應該仔細考慮未來的選擇。
These association agreements or agreements with value-added component called the accumulation of agreements in which everyone wins. 為了激勵一個專門的服務供應商可能有一些誘因 ， 持續到年底的合同，除了堅定的信念 ， 一個附加合同，至少盈利作為第一，將在換取做好工作 。 在至少 ， 這將涉及協議的風險和回報 ， 其中，超過了一定程度，雙方將共享和成本節約的一個預先安排的辦法。 這些結盟協定或協議 ， 以價值增值的環節稱為積累的協議 ， 大家都在獲勝。
The key factor of this agreement was the promise of EDS Rolls Royce to keep ahead of its competitors in that role. 越來越多的時候，重點將更多的是不斷改善服務 ， 而不僅僅是成本節約。 一個很好的例子是協議勞斯萊斯航空發動機公司採取外包幾乎所有的IT部門給EDS。 關鍵因素這一協議是EDS公司許諾勞斯萊斯保持領先於其競爭對手的作用。
After calculating the maximum price. When a partnership agreement in perspective, one would expect that customers want a stable price for a four or five years that was neither much more nor much less of their current costs. Once these two aspects have been considered by the client company, at least initially show their joy by sharing any savings that the service provider could achieve a rate of 50 percent. 通常是相對簡單的客戶公司建立了規範。 通常你開始 ， 最低的服務，當然要高於當時正在經歷的時間。 在計算的最高價格。 當一個合夥協議的角度來看，人們會期望客戶需要一個穩定的價格為四 ， 五年 ， 既不得多 ， 也更其目前的成本。 一旦這兩個方面考慮了客戶公司，至少在最初顯示他們的歡樂 ， 分享任何儲蓄服務供應商可以實現率百分之五十。
However, a number of suppliers known to produce high quality results for their clients, seem to have performed poorly for other customers, about the same size and importance in risk sharing arrangements and perks. 誠然 ， 大多數人目前的成功故事外包協議的基礎上分擔風險和回報之間的客戶端和服務提供商。 這將是同樣真實地說 ， 巨大的發展現代外包主要是根據這些協定。 然而，一個數字已知的供應商生產高品質的成果為他們的客戶，似乎表現欠佳的其他客戶，差不多的規模和重要性 ， 在風險分擔安排和福利。
這將是顯而易見的 ， 為了獲得種結果，BP勘探要求服務提供者，必須參加下列因素：
►提供者必須是一個既定的專家的作用。
►提供者應該是麥加人員素質高。
►你必須仔細考慮的位置服務 ， 以促進治療的所有工作人員。
►客戶端將需要一個重要問題。
►提供者必須是很高的積極性不斷改善。
如果提供者 ， 也是顧問或與之有聯繫的或有其他客戶的動機必須足夠強大的媒體 ， 以限制在何種程度上的關鍵人員被轉移到其他項目。 會方便一些運動人員從對供應商的客戶基礎，但即使是最低限度減少動機，因為可能需要供應商作出更好的交易從另一個客戶端，將是十分有害的。
許多外包安排被證明是災難性的 ， 甚至是一個對雙方都，並一度認為他們是誰的律師將提供最大的受益者。
However, when successful agreements began to get publicity, was present there was an important factor savings should be shared by both parties, if a service provider and efficient specialist was involved and motivated enough. Once this situation was realized, it became clear that outsourcing could not ignore. How could, when it appeared the items supported by the two sides of a showing that outsourcing was a client company may obtain both improved service and cost savings immediately after the transition and then trying to achieve in the future service improvements and savings.
As a result, outsourcing has become a dominant feature of business in the nineties and began to apply different functions to other computers. As the globalization of business grew and the World Wide Web began to evolve, the rate of growth of the entire outsourcing to external specialized industries such as outsourcing, took off at the same speed.
An important factor that can not be ignored is that outsourcing is being applied to all functions and that the rate at which new contracts are made continuously grows.
However, it is important to understand the different reasons for this growth occurs. Indeed, many customers have signed outsourcing agreements for the same reasons that caused the rise of modern information technology outsourcing. In other words, they have cash flow problems, need a change of placement or to recognize that their systems are very scarce, obsolete and uncompetitive.
A significant number of other clients has approached the situation from a very different angle. They have accepted the data displayed by a number of satisfied customers, as well as their suppliers and have reasoned that service improvements, savings, and especially continuous improvement could only have been achieved using external experts.
Therefore, have approached the concept of outsourcing in mind the added value even when the managers believed that the functions involved and were competitive.
In these early days of outsourcing, both customers and suppliers of computer services specialist waiting to be able to provide at least a level of service comparable to that which existed before the transfer. Also, expect the service provider could do it profitably and also get the customer savings. However, there is no certainty that many people could imagine at that time the savings potential of an outsourcing agreement.
The typical service provider will try to ensure that the end of the transition, for example, when staff is finally transferred to relevant service provider, all the initial changes considered necessary have been completed, the cost of providing service from that point onwards always going to be desco_ nocido until it finally occurs. However, it is interesting to note that most providers initially estimated that the savings likely to approach 20 percent, but gradually began to realize that even when IT departments were transferred aparentemnte efficient, the figure could reach 40 per percent or more. Obviously, this figure is somehow shared between the client and service provider.
When the outsourcing of finance departments became a reality, new service providers aspiring imagined that the total savings between 15 and 20 percent, but although the actual results have varied greatly, the total savings of 40 percent also have been achieved by this function.
There are reasons to say that if management can not present arguments in the ongoing growth in value of a function, then you should seriously consider one or more options for outsourcing.
The concept of virtual organization can be very new, but outsourcing functions to outside specialists has been practiced for many years under several names: contract manufacturing, resource management, outsourcing and insourcing. For example, many large accounting firms will surely admit that even in the early twentieth century had customers who had accounts in lieu of an audit, a situation that still occurs today.
In retrospect, “outsourcing” could have gotten a better name to describe the outsourcing business class that emerged from the basic business idea that if your company does not specialize in a particular function is likely to be profitable in terms of cost and quality of service, transfer control of the function to a specialized organization.
The contract manufacturers and business people involved in resource management is generally agreed that appear are in an outsourcing firm. However, when most people hear or see the term outsourcing, normally associated with the outsourcing of information technology function.
The outsourcing of IT functions began producing a larger scale due to the high cost of processing power of the seventies. This forced even the largest companies to obtain at least some of its computing solutions companies offering computer services. Realize that the huge expenditure which had been incurred in respect of hardware recently, it would allow them to remain competitive for a long time was a deciding factor when outsourcing.
In addition, managers began to worry that their computer departments requiring a lot of time and resources growing despite being a central role. Under these circumstances, customers suffering cash flow problems, exceptionally deficient systems, strong competition or needing a change of location initially dominated the outsourcing of information technology.
Therefore, the outsourcing boom arose from the area of information technology and exceptional circumstances experienced the same during the latter part of the twentieth century.
In the nineties, some management theorists submitted that the most important factor to maintain competitiveness was to differentiate between central and secondary functions, and then transfer the latter to a specialist in that role. This idea was not particularly new, but it was certainly an idea “that his hour had come. As the debate on this issue grew and evolved, was born the concept of virtual organization. The theory that lies behind the virtual organization is that any secondary function should be transferred to an outside specialist. However, it also indicates that there may be organizations that perform its core functions better than you, why not transfer them too? Recently, a number of companies have been created on this principle and has proceeded to the outsourcing of all but almost all the functions from the first day, leaving behind only the “soul” of the company.
It is still too early to reach a conclusion as positive and negative aspects of starting a business this way. However, it will interesamnte observe what happens to the medium and long term.
It is now generally accepted that, independintemente of how a function or group of business processes are structured or managed, the improvements made at one time are, at best, fire exercises. The ideal solution would place each individual function or group of processes in a position where they were able to adopt new technological advances when they first appear and seek continuous improvements in order to remain competitive.
It is possible to establish the conditions necessary for the head of funció be able to achieve this goal.
► Ideally the role should be central.
► The role should be able to grow continuously in order to attract better quality workers.
► The role should be in a position of growth taking additional customers.
Some outsourcing relationships have been enhanced either by a customer or supplier that takes a shareholding in another. Where is the supplier who gives this step can be regarded as a demonstration of its commitment to the customer's primary interest. On the other hand, when is the customer who takes a stake in the supplier's capital, is often regarded as a form of insurance.
This was the assumption made by the outsourcing market in general when the Swiss bank signed an outsourcing agreement with a provider, Perot Systems, under which it acquired a stake of 24 percent for Perot. However, the agreement also showed that the bank must have been impressed with what Perot had to offer.
Something similar happened in September 1997 when Commonwealth Bank and EDS Australia signed what was called the largest IT services contract for outsourcing of financial services. The deal was worth 5,000 million dollars and a term of ten years and meant that Commonwealth Bank took $ 240 million, a 35 per cent at EDS Australia
A partnership agreement venture capital involves creating a new company to exploit a perceived business opportunity. The staff and customer assets are transferred to this venture capital company instead of the service provider. The goal will not only improve service transferred, but what is even more important, the development of products and services that can be sold to third parties.
The client and service provider share the benefits of the new company. Thus, the service provider can fully exploit its potential for development of systems, while the client shares the costs of developing new software products.
At the same time, the venture capital company benefits from the expertise held by the client on the market. Some products and services venture capital company have been developed through opportunities that have emerged from total outsourcing arrangements in place
Occurs when a company transfers control of their systems / platforms delegating to a third party to believe that their internal staff of the role of computing has the capacity to develop new systems. Any organization involved in the transition outsourcing would prove an unusually high level of confidence in the capabilities of internal staff development computer.
Transformation Outsourcing
Unlike trancisión outsourcing, a company hosts a service provider to completely redesign the work function probably through the development of new systems and creating a reliable base of capabilities that the customer will buy. The transformation outsourcing differs from the complete outsourcing only when the transfer of people and assets is not permanent, and at the end of the project the client retrieves all the control and responsibility.
For many people this sounds like a simple consulting work, but the difference is that the outsourcing of manufacturing, the supplier usually work independently of customer. It may not be surprising that there are few real examples of outsourcing of processing
This term is used to indicate that staff and possibly the assets related to all main business area (in practice, about 90 percent) as computing or finance will be transferred to the supplier during the contract period.
Partial or selective outsourcing
Under this kind of agreement, a significant part of the function will be retained internally.
Co-sourcing
The co-sourcing by EDS was originally conceived to describe his own version of the outsourcing company. However, recently some people have used this term to describe outsourcing arrangements involving multiple vendors.
Resource Management
The term “resource management” is often used interchangeably with the term “outsourcing”. However, while outsourcing is associated with added value, a resource management agreement simply shifts the responsibility of the management of existing staff, property and equipment.
For example, while a company wishes to transfer only part of your computer function that deals with systems in place or delegates, including all staff, hardware, software and communications systems involved in the daily running of the function, an agreement conventional resource management will suffice.
However, if you also want transferable development of application systems and applications personnel, would be more correct to describe the agreement as an agreement for outsourcing because they include value added items.
The more complete definition of the concept of outsourcing known as follows:
“the transfer of a function or internal business functions, nás any asset associated with an external provider or service provider that provides care as defined for a specified period of time at an agreed price, but probably limited.
It should be understood that control of the functions in question reside in the service provider. This external organization as a specialist in their field, you normally find in a situción can add a value that is not normally available in a secondary function performed internally.
Outsourcing has become an idea known for business and the associated communications world. However, often used as a term that encompasses a number of different agreements, which all include an added value or permanent transfer of personnel. These agreements may be more appropriately defined by the following terms
The reason that managers must now strive to be competitive in everything they do is quite simple: it has been shown that if the circumstances are right, it is possible to achieve substantial improvements in service and cost savings both in and secondary core functions through the continuing involvement of external experts. Moreover it is possible to carry out an operation which allow a company to make great improvements and savings in future years as it spends much of the concern and responsibility to a third party.
In June 1995, an article published by Harvard Business Review in which the Head of IT for BP Exploration indicated that by outsourcing their IT functions most We specialize companies had managed to significant benefits, including improved service is, reduced costs by 30 to 40 percent and ensuring further improvements and savings in futuro.Posteriormente, finance director of BP Exploration reported that it finalized an outsourcing contract with a duration of four years for his role Financial and that he had signed a new five-year contract with the same proveedor.Continuó saying that for nine years for two contracts BP Exploration operations had grown 50 percent, the costs had been reduced another 50 percent and also was aware that now provide better service.
Since 1989, Eastman Kodak's decision to use outsourcing for most of its computer operations, there has been a gradual increase in articles and publications on public relations suggest that by outsourcing could lead to improvements in the level of service and savings costs that would be very hard to achieve in a service interno.Los BP Exploration articles gave more weight to the argument of outsourcing suggest that continuous improvements in service were also a realistic target for business customers gaps. After the first of these items reduced the number of managers who indicated that use outsourcing on a function such as computing was simply an admission of failure.
A BP Exploration's competitors were left with no doubt why, to return to having a competitive situation with respect to imformática and finance should also seek innovative solutions.
Besides BP Exploration, esxisten many other examples of clients and service providers that show dramatic success of outsourcing. The logic of the use of outsourcing in a secondary role, so that an external realize a major field, should be theoretically valid. Why should a company insist on the employment of members of high school when its finance function has long resorted to outsourcing functions such as security, catering and cleaning functions that do not provide back internally?
Given its proven potential, it is clearly illogical to embark on a major project to improve the results without including outsourcing as an option pricipalmente. The prospect that competitors can achieve continuous improvements and savings by taking this action is perhaps the major cause of concern when considering the overall appearance of competitiveness. Clearly, not all the competition will perform the necessary actions to maximize competition, but most companies would find it difficult even if only a small fraction of their competitors achieve that advantage.
However, does this mean that all companies should use the outsourcing of all back-office functions? Are the savings and dramatic improvements in service open to all? Is outsourcing always the answer?
The simple answer to this last question is no! Outsourcing does not always work, in fact, there are many cases of absolute failure.
However, the potential rewards are such that the failure to consider the outsourcing option is no longer simply a misdemeanor, but a crime. Please note: sio harvest success with an internal project, how much time will elapse before needing a larger project? “Six months, one year, two years? If successfully resorted to outsourcing, with a supplier motivated and skilled enough media so as to make continuous improvements must be careful in maintaining this relationship, but can do so knowing that the best efforts are made on their behalf and for many years to come .
Against common belief, outsourcing is not something that only the most prestigious companies can benefit. Major corporate clients have had very few successes in its efforts to resort to outsourcing, while some small firms have found success to turn to outsourcing some of its functions.
It is perfectly possible for most business customers, both large and small, achieve great benefits of outsourcing at least some of their secondary functions. You will need to do a good job in order to understand what is possible and probably should find or create the ideal suppliers.
To understand how this can be and to illustrate why some agreements are successful and others fail, we must examine several issues, trends, successes, risks and failures that occur in the market.
At this point, it's a pretty fair question.
► Continue technology development to occur, probably due to a gradually increasing scale.
► From now all heads of functions need to ensure that their levels mantienenen results in a position to be competitivos.Esto means that the services provided must be improved continuously and stabilize or reduce costs.
Em ► Benchmarking and probably other techniques will be developed to highlight positive and negative months after the fact.
► A series of management techniques, software systems and methodology consultants are on hand to provide salvation.
► Unfortunately, a large number of established products to achieve this salvation does not satisfy the main objectives set for ellos.El failure can be the result of a number of reasons, but often occurs because managers are put off when making decisions difficult and there are signs that will improve in this regard.
► Even when a project has been successful does not mean that improvements or new-found competitiveness automatically last for a significant time.
It would be difficult to deny the above summary, however, some managers who have studied conclisión come to the following:
► A benchmarking report could be harmful, but there are few things you can do to change and improve the existing structure.
► If so many projects fail performance improvements, why should assume that any of our competitors will manage to be one of the best? ”
► Even if a competitor should attain a status of being one of the best, for how long can they keep it?
► Why should they worry about these developments?
Many managers specializing in areas indicated for a business to grow significantly, should aspire to become “one of the best”. However, for success to be achieved the status of being one of the best in most of the processes that play within their normal business development.
Herein lies one of the main problems when it is to remain competitive in the century that XXI.Para secondary functions such as computing or finance remain competitive in most business situations, will need to reduce costs and improve regularmente.Para service most companies, this means, at best, unless key roles for key executives, which will eventually mean that the executives really look ccalificados growth entrepreneurs who can offer expertise in Ares.
In this way, how can a company remain competitive in all or most of its functions or business processes? The regular reengineering may not be possible if one takes into account the directive uptime implicado.Debe admitted that RPN redesign phase can be completed in a few days if it is in second or third time, but new implementations often require as long as the Original. any case, it is unlikely that any amount of reengineering secondary functions transferred to the class of departments that will attract the best people.
► Are you not sure what you are trying to improve the sword when your competitors already using tanks and work in developing laser weapons?
